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Week 5

The New Capital of Egypt Project is a significant initiative by the Egyptian government aimed at creating a modern urban center to alleviate congestion in Cairo and promote sustainable development. It involves various phases including initiation, planning, and execution, with a clear distinction between projects and routine operations. The document also discusses organizational structures and critical path analysis related to project management.

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Week 5

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Project Management

Week 5 – Case Studies

Prepared by
Dr. Muhammad Nafea, Ph.D.
mnafea@[Link]
Main Case – Exemplar
Case 1 – Exemplar
The New Capital of Egypt case is an ambitious endeavor initiated by the
Egyptian government to create a modern urban center that will serve as
the administrative and economic hub of the country. Envisioned to
alleviate congestion in Cairo and promote sustainable development,
this project aims to attract investments, spur economic growth, and
enhance the quality of life for citizens.

Spanning vast swathes of land, the New Capital of Egypt Project encompasses diverse sectors including
residential, commercial, administrative, and recreational spaces, along with state-of-the-art infrastructure
and amenities.
Critically analyse the following questions:
1. In light of the New Capital of Egypt case, explain the link between project, program and portfolio.
2. Give examples from the New Capital of Egypt case that illustrate the distinction between a project and routine operations.
3. Critically, identify and explain three distinct phases of the New Capital of Egypt Project's life cycle.
Case
Analysis
1. In light of the New Capital of Egypt case, explain the link
between project, program and portfolio.

In the context of the New Capital of Egypt Project, understanding the relationship between project, program, and portfolio is crucial
for effective management and strategic alignment.

❑ Project is may be managed as a stand-alone project, within a program, or within a portfolio.

❑ A project within this initiative could be the construction of a specific landmark building, such as a government
office complex or a residential tower. Each project has defined objectives, scope, budget, and timeline. For
instance, building a new government administrative building within the capital could be a standalone
project.

❑ Program is a group of related projects, subsidiary programs and program activities managed in a coordinated manner to reap its
benefits..

❑ A program in this context might encompass a series of related projects aimed at achieving broader strategic
goals. For example, a program could focus on infrastructure development, coordinating various
projects such as road construction, utilities installation, and public transportation initiatives to
support the growth and functionality of the new capital.

❑ Portfolio is a set of projects, programs and operations managed as a group to achieve strategic objectives.

❑ The portfolio refers to the collection of projects, programs, and other initiatives undertaken by the government
to realize its vision for the new capital. This could include not only construction projects but also policy
initiatives, economic incentives, and regulatory reforms designed to facilitate development and
attract investment.
2. Give examples from the New Capital of Egypt case that
illustrate the distinction between a project and routine
Operations operations.

Ongoing, day-to-day activities to Takes place outside the normal,

Project
produce goods and services process-oriented world
Use existing systems, properties, Unique and separate from routine,
and capabilities process-driven work
Typically repetitive Continually evolving

In the New Capital of Egypt Project, the distinction between projects and routine operations is evident:

❑ Projects: A project is a temporary endeavor undertaken to create a unique product or service. Construction of landmark buildings, development of
infrastructure, establishment of recreational areas, and implementation of urban planning initiatives all constitute projects. These endeavors have
defined start and end dates, specific objectives, and allocated resources distinct from day-to-day operations.

❑ Routine Operations: Routine operations would encompass the ongoing management and maintenance of the new capital once it's developed. This
includes tasks such as cleaning streets, managing utilities, providing public services, and enforcing regulations. Unlike projects, routine operations
are ongoing and do not have a defined end date.
3. Critically, identify and explain three distinct phases of the
New Capital of Egypt Project's life cycle.
The New Capital of Egypt Project can be broken down into several distinct phases:

❑ Initiation (Conceptualization) - the development of the initial goal and technical specifications.

❑ Initiation Phase: This phase involves the conceptualization of the project, including: feasibility studies, stakeholder
engagement, and securing funding and approvals. The initiation phase is a crucial time for asking stakeholders to write
questions, performing research, determining resources, and clearly documenting the key components of a project doing this
will help you solidify the scope or the boundary of the project. (SCOPE)

❑ In the case of the New Capital of Egypt Project, this phase would have involved conducting studies to assess the viability of
establishing a new capital, garnering political support, and obtaining financial commitments from investors.

❑ Planning

❑ The planning phase encompasses all detailed specifications, schedules, schematics, risk analysis and plans are developed

❑ In the context of the New Capital of Egypt Project, this phase involves developing project schedule timeline, risk plans,
communication plans and budgets.

❑ Execution – the actual “work” of the project is performed

❑ The execution phase encompasses the actual implementation of the project plan. This includes construction activities,
infrastructure development, and policy implementation.

❑ In the context of the New Capital of Egypt Project, this phase involves building the physical and institutional infrastructure of
the new capital, such as roads, buildings, utilities, and administrative systems.

❑ Termination – project is transferred to the customer, resources reassigned, project is closed out.
Scenario–based
Exemplars
Exemplar 1
Ora Developers are coordinating the launch of a new luxury hotel, you notice that
the project is falling behind schedule due to a lack of communication and
collaboration among various departments (construction, catering, marketing, and
guest services). Each department is working in silos, leading to misaligned
Critically analyse the following
priorities. For example, the construction team is delayed in finalizing the interior
questions:
design, causing the catering team to postpone menu planning since they are 1. What structural design changes
unsure of the venue layout. Meanwhile, the marketing department is focused on might be undertaken to improve
the operations at the company?
promotional materials for the hotel opening without coordinating with the guest
2. Explain the difference between
services team about the specific offerings and packages to advertise. weak and strong matrix structures.
3. What are the strengths and
As the project manager, you find it increasingly challenging to secure the
weaknesses of the alternative
necessary resources and support from each department to ensure the hotel launch solutions the company could
goes smoothly. The lack of an overarching authority to guide the project is employ?
resulting in confusion, delays, and a fragmented approach to the launch
preparations.
1. What structural design changes might be undertaken to
improve the operations at the company?
❑ As Ora Developers encounter multifarious problems while managing their own newly launched luxury hotel project by following functional

structure, so I can say that, either the matrix or projectized structure might be undertaken to improve the operation at the company because

the use of project structure containing several advantages which are as follows—

❑ First, the project manager does not occupy a subordinate role on this structure.

❑ Second, the functional structure and its potential for silos or communication problems are bypassed. As a result, communication improves

across the organization and within the project team. Because authority remains with the project manager and the project team, Decision

making is speeded up. Project decisions can occur quickly, without lengthy delays as functional groups are consulted or allowed to veto

project team decisions.

❑ Third, this organization type promotes the expertise of a professional cadre of project management professionals.

❑ Finally, the pure project structure encourages flexibility and rapid response to environmental opportunities. Projects are created managed

and disbanded routinely; therefore, the ability to create new project tans as needed is common and quickly undertaken.

At last I can say that, the project structure might be undertaken to improve the operation at the company.
2. Explain the difference between weak and strong matrix
structures.

❑ A weak matrix structure is very similar to a functional one, with a

significant difference:
❑ A responsible person is selected who accelerates the performance and
strives for effective project execution.
❑ Usually, this is the project coordinator, who has less authority than a typical
project manager and hence less responsibilities.
❑ He or she coordinates departments, monitors execution, and reports to
superiors but is not responsible for the execution of tasks.

❑ A strong matrix structure is very similar to the pure project

organization, but team members remain in their departments,
spending the majority of their time on one project.
3. What are the strengths and weaknesses of the alternative
solutions the company could employ?

Advantage Disadvantage
1. Clear career paths in specialization areas 1. Project manager has no authority
Functional 2. Team members report to one supervisor 2. No career path in project management
Structure 3. Easier specialist management 3. Functional specialization is more important than
4. PM Power/Authority is little or None project
1. Improved project manager control over
1. More than one boss for project team members
resources
Matrix 2. Resource allocation is challenging
2. Project objectives are supported in the
Structure 3. Potential for conflict between functional and
organisation
project managers
3. More support from functional organizations.
1. Efficient project organization 1. Lack of professionalism in specialization areas.
Projectized
2. Project loyalty 2. No “Home” when projects are completed
Structure
3. Simplified communication 3. Duplication of facilities and job functions.
Scenario
Analysis
Exemplar 2
Critically, show how will you respond to each of the given scenarios? (Think
Creatively) ☺
❑ As the project manager, I’d organize a meeting with Egypt International
During the Le Marche Expo development project, some project Exhibitions Center and our team to go over their requirements
team members find it difficult to understand the requirements of together. In this session, team members could ask questions to clarify
anything confusing.
both Egypt International Exhibitions Center and furniture makers
(exhibitors) requirements, even after reading the documents. ❑ I’d also create simple visuals or examples to explain the requirements.
How should the you as a project manager help clarify the ❑ Afterward, I’d summarize key points in an easy-to-read document, so
requirements? everyone has a clear understanding.

A request has been made to improve product features. The ❑ As a project manager, I think I must extend the timeline so I can accept
the scope change request and extend the timeline.
director of product wants to add more features to the product. ❑ Ask for an official Scope Change Request.

During the development of the Project Management Plan, you ❑ To resolve this conflict between stakeholders, my main goal would be
to get everyone on the same page.
notice that the stakeholders have conflicting expectations about ❑ I’d hold a meeting to clarify the project’s goals and success criteria.
the project outcomes. What should be your main focus at this ❑ Together, we’d decide which expectations are most important and
agree on them.
stage? ❑ Once everyone is aligned, I’d document these expectations in the
project plan to ensure we stay focused on our shared goals.
Exemplar 2
Critically, show how will you respond to each of the given scenarios? (Think
Creatively) ☺
A request has been made to reduce the budget without making ❑ As a project manager, I think I must extend the timeline so I can tighten
up my budget.
any changes to the scope
❑ As a project manager, I think I must ask for some changes in the scope
There's a request to tighten up the timeline and finish early but through an official Scope Change Request.
you can't increase the budget ❑ Limiting scope will give more me more time to finish early without
asking for a budget increase.

During a progress review meeting, the project sponsor expresses ❑ If the project sponsor is concerned about not receiving enough
concerns about the lack of communication regarding project updates, I’d review our communication plan to identify what went
wrong.
updates. He realizes that the stakeholder engagement plan was
❑ I’d then create a more consistent communication schedule, such as
not properly implemented, resulting in inconsistent stakeholder weekly email summaries or monthly progress meetings or reports.
communication. To address this issue and prevent further
misunderstandings, what should you as a project manager do
next?
Critical Path
Analysis
Critical path Analysis
❑ Calculate the Critical path for the following project

Activity Precedence Duration (Days)

A - 5
B - 4
C A 8
D B 8
E B 8
F B 5
G C, D 8
H E, F 22
I G, H 12
Critical path Analysis
❑ Calculate the Critical path for the following project

Activity Precedence Duration (Weeks)

A - 3
B - 4
C - 6
D B 3
E A 5
F A 1
G B 4
H C, D 5
I E 3
J F, G, H, I 6
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
A C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
B
4 I E 3
D J F, G, H, I 6
3

C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
B
4 I E 3
D J F, G, H, I 6
3

C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B
4 I E 3
D J F, G, H, I 6
3

C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B
4 I E 3
D J F, G, H, I 6
3

0 C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A 3 C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B
4 I E 3
D J F, G, H, I 6
3

0 C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A 3 C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B 4
4 I E 3
D J F, G, H, I 6
3

0 C H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

E I A - 3
5 3 B - 4
0 A 3 C - 6
3
F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B 4
4 I E 3
D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B 4
4 I E 3
D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B 4
4 I E 3
D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
G G B 4
4 H C, D 5
0 B 4
4 I E 3
D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G 8 G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G 8 G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D 7 J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G 8 G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D 7 J F, G, H, I 6
3

0 C 6 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G 8 G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D 7 J F, G, H, I 6
3

0 C 6 7 H
6 5
Critical path Analysis
❑ Calculate the Critical path for the following project Activity Precedence Duration
(Weeks)

3 E 8 I A - 3
5 3 B - 4
0 A 3 C - 6
3
3 F 4 D B 3
1 E A 5
J
F A 1
6
4 G 8 G B 4
4 H C, D 5
0 B 4
4 I E 3
4 D 7 J F, G, H, I 6
3